Partnering and Strategic Alliances

Achieving maximum value for money in strategic acquisitions through developing appropriate provider relationship and management strategies.

Philosophy

Alliances, covering a wide range of commitments and established in a variety of forms, can be considered in any significant acquisition of goods or services. The number and types of alliances used in commerce today, continues to grow and ranges from partnering arrangements, for one-off major projects, to long term strategic alliances. The key issue is to develop a framework or set of decision rules which will assist in deciding the merits and type of alliance appropriate in each specific case.

CTS believes in creatively developing acquisition strategies prior to formally entering the market place, so that maximum opportunities will be afforded for developing a business relationship which will maximise outcomes for both parties. CTS facilitates negotiations between prospective partners and allies which allow exploration of mutually beneficial arrangements not normally contemplated .

Expertise

CTS uses trained facilitators and trainers who have considerable experience in developing and managing a variety of arrangements. This hands-on expertise in Strategic Alliance and Partnering reflects itself in:

  • market research
  • identifying opportunities for developing alliances
  • facilitating the development of arrangements
  • developing Partnering Charters
  • design and construction  of contractual documents to support alliances and partnering
  • formulation of issue resolution and improvement processes
CTS has a trained mediator, accredited with the Australian Commercial Dispute Centre, on staff.

Code of Ethics

CTS believes that the sensitivities of commercial arrangements between parties is to be held in the highest confidence. CTS’s Code of Ethics covering integrity, confidentiality and responsibility ensure that customers’ confidences are respected.

Techniques and Models

CTS recognises the sensitivity and importance of strategic alliance and partnering relationships and, to ensure their success, has developed a range of techniques, models and processes, encompassing:

  • Framework development
  • Strategic arrangement types
  • Models of procurement strategy: the decision to form an alliance or not
  • Risk factor analysis
  • Developing the Acquisition Strategy
  • Form & structure of agreements
  • Workshops to develop alliances, partnering
  • Implementation issues
  • Alliance management

Key Achievements

Amongst CTS’s key achievements are:

  • Hands-on (skills sharing) Facilitation.
    Leading in excess of 30 teams involved in Strategic Procurement.

  • Telstra and AWA Services.
    CTS facilitated the formalisation of a shared vision supported by targets, action plans and key performance indicators.

  • Electricity Trust (SA) and Olex cables.
    CTS facilitated the design and development of a formal Partnering Charter and joint optimisation plan.

  • ACTEW and Pirelli Cables.
    CTS worked with both organisations to identify joint opportunities and shared values, and to develop action plans incorporating clear communication channels and performance measures.

  • Flinders Power and Caterpillar (Australia)
    CTS developed the strategies which led to the development of a formal long term alliance for supply of equipment, spares and support.